The Network Always Wins: How to Influence Customers, Stay Relevant, and Transform Your Organization to Move Faster than the Market, by Peter Hinssen
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The Network Always Wins: How to Influence Customers, Stay Relevant, and Transform Your Organization to Move Faster than the Market, by Peter Hinssen
Free Ebook The Network Always Wins: How to Influence Customers, Stay Relevant, and Transform Your Organization to Move Faster than the Market, by Peter Hinssen
The Definitive Business Guide to Surviving and Innovating in the Digital Age
The world is changing faster than ever. With the rise of new digital markets and the consequent network-ization of our environment, the phrase “The customer is always right” takes on a whole new meaning.
This powerful guide from serial entrepreneur and radical innovation consultant Peter Hinssen shows you how to keep your company up to speed with your market, engage with customers at a time when loyalty keeps fading into the background, and transform your organization into a network in order to thrive in this era of digital disruption.
The Network Always Wins provides step-by-step strategies to help you:
- Reinvent your company―even after the market has flipped
- Tap into the force of the network―and survive in a market characterized by speed, uncertainty, and complexity
- Maintain relevance―and stay on top of emerging trends
- Connect with your customers―and encourage them to interact
This business guide is as illuminating as it is pleasant and fun to read. It provides everything you need to adapt your organization for this exciting new age of networks and digital disruption. You’ll learn how to evolve faster, connect deeper, and make better decisions than ever before. You’ll find proven methods to speed up your reaction time, beat the clock of your competitors, and anticipate consumer trends before they even happen.
In today’s fast-moving marketplace, networks are power. This book shows you how to harness that power. For your company. For your customers. For your continued success in the digital age.
The Network Always Wins: How to Influence Customers, Stay Relevant, and Transform Your Organization to Move Faster than the Market, by Peter Hinssen- Amazon Sales Rank: #246764 in Books
- Published on: 2015-03-27
- Original language: English
- Number of items: 1
- Dimensions: 9.09" h x .80" w x 6.82" l, 1.00 pounds
- Binding: Hardcover
- 256 pages
From the Back Cover
"An easy and enjoyable read that teaches a lot about the future world you'll work and live in. Studded with examples, illustrations, diagrams, entertaining bits of history and personal experiences, the text flows naturally and keeps you interested from the beginning to the end. The best thing is that, without effort, you will understand the deep paradigm shift in which we are all involved." --Carlota Perez, Author of Technological Revolutions and Financial Capital
"This book embodies the essence of how companies have to adapt to the era of networks, and how to transform themselves into fluid and responsive organizations." --Adam Pisoni, co-founder of Yammer
About the Author
An entrepreneur, advisor, lecturer and writer, Peter Hinssen is one of the most sought-after thought leaders on radical innovation, leadership and the impact of all things digital on society and business. For more than fifteen years, Peter led a life of technology startups. Today he is founder of Nexxworks, co-founder of Across Group, and Chairman of Across Technology. He lectures at various business schools like the London Business School and the Stockholm School of Economics, is a Senior Industry Fellow at the ‘Center for Digital Transformation’ of the ‘The Paul Merage School of Business’ at UC Irvine and functions as a board advisor on disruptive and digital innovation.
Where to Download The Network Always Wins: How to Influence Customers, Stay Relevant, and Transform Your Organization to Move Faster than the Market, by Peter Hinssen
Most helpful customer reviews
4 of 4 people found the following review helpful. Mixed By Autamme_dot_com Another day, another book that promises to be the definitive guide to innovating in the digital age. To overuse a phrase, if I had a pound for every book…Is this a bad book? Absolutely not - it is just a question of whether it deserves its self-awarded “definitive” status as otherwise it does a reasonable job of explaining how a company can possibly retain its position at the top table, engaging and delivering benefit to customers as competitive pressures increase through the network effect and by being a so-called network organisation.Core to the author’s philosophy is how a company can react to markets that are changing, developing and being ever demanding at a pace that you cannot compete with, let alone control or observe. The author describes this book as being a survival guide that will teach you the new rules of the land and how to reinvent your company. One suspects you will need other help to achieve this goal.Reading through the book there was a bit of a love-hate relationship developing: at times you really felt a connection with the author’s messages and then things went cold and quite disconnected. Rinse and repeat. Combine this wavering feeling with the book’s self-described “definitive” status and its fairly heavy price (compared to similar books, where even a few dollars above the normal range tends to stand out like the ‘adornments’ on a bulldog) and it is hard to see it as anything other than an interesting, useful tool to add to your collection rather than your indispensible multitool that you would carry everywhere and rely on daily. Your mileage may vary.It is possible that the book suffers from a bit of an identity crisis. Is it as open and accessible to the typical executive or is it an academically focused book. It feels as it doesn’t serve one master particularly well. Yet one will be fair, it was an interesting read at times, yet did it stand out as being a memorable, indispensible, definitive, agenda-setting guide to this reviewer? Sadly no. If you find this book available at a special promotional price or can browse it at a bookstore it might be worth a second glance, but there’s no unanimous buy-it-blind recommendation here.Other than that, there may always be a library somewhere…
0 of 0 people found the following review helpful. An anchor book with links to lots of other books By Ron Immink At Bookbuzz we are huge fans of Peter Hinssen. “The new normal” was one of our anchor books for quite a while.We have been looking forward to his second book and it does not disappoint. It will become another anchor books in our stable when we work with clients.VUCAIt touches on a 3 core topics that our clients are struggling with; VUCA (volatility, uncertainty, complexity, and ambiguity), innovation and organisational structures.Are you doomed to fail?We can safely say that some of the largest corporations are totally clueless about where to go next, suffer from horrible internal politics and inert boardroom cultures, and have given up the hope of transforming their bureaucracies. Companies are no longer smart enough, fast enough, or innovative enough to survive on their own.New NormalIn “New Normal”, Hinssen talked about how digital will transform everything. That ship has now sailed. The consequence of digital is that everything gets connected. Which means that everything is networked. Once everything is networked, a lot of things happen. Everything goes faster and network dynamics come into play. Which brings you into the realm of complex adaptive systems.Networks make things complex (and faster)Information, intelligence and innovation flow fast through networks.The dynamics in the era of networks seem to be very close to the world of complex adaptive systems structures and organisms found in nature. The key to understanding complex adaptive networks is to focus on understanding the nature of the connections, the strength of the relationships, and the intensity of the information flow in a network.Complex systems don’t have a master plan—they evolve, they emergeComplex systems are built on connectivity.Complexity arises from the interrelationship, interaction, and interconnectivity of all the elements within a system and between a system and its environment.RComplex systems evolve in coevolution.A complex system exists within an environment, but it is part of that environment.Complex systems are not perfect. They are suboptimal.A complex adaptive system does not have to be perfect in order to thrive within its environment.Complex systems are not designed for optimal efficiency, but are based on the concept of perfect enough.Complex systems favour variety and diversity. The greater the amount of variety and diversity within the system, the stronger that system can become.Complex systems are self-organising. There is no hierarchy of command and control in a complex adaptive system.Complex systems evolve on the edge of chaos.Culture is too slowA while ago we wrote a post, talking about culture being too slow and that organisational structure is the key to success. Hinssen brings it a lot further then that. You need to become fluid. Fluid strategy, fluid people, fluid organisation. Using network dynamics, the theory of relativity, adaptive and complex system theory, biology, cities, religion (Shiva), Schumpeter (creative destruction), silicon valley, start ups, Taleb (anti-fragile) and entropy.Become fluidThe key message; the static structures of today will have to be reinvented for the age of fluidity. To deal with VUCA we will have to learn the aerodynamics of the era of networks, and understand how to build organisations that can thrive in a world that speeds up. Companies will have to get in touch with their inner innovation networks, understand how to turn them into fluidity, and avoid becoming rigid corporate structures. If your market is a network, you need to become a network. A fluid, networked, flat, agile organisation.Anchor bookThe reason it will become a Bookbuzz anchor book in our sessions with clients, is because it touched on so many books we have covered:“The connected company” (organisation)“Reinventing organisations” (organisation)“The starfish and the spider” (organisation)“Overconnected” (chaos theory)“WTF” (the dynamic customer journey and social media)“Bioteams” (biology)“Reality is broken” (marketers as drug peddlers)“Coherence” (neuroscience)“The future of the mind” (neuroscience)“Antifragile” (entrepreneurship)“Entrepreneur revolution““Out of our minds” (he takes a stab at the education system)“Built to last”, by our least favourite author Jim Collins (nothing lasts and especially the companies Collins has referenced)Generation NHe classifies the millennial not as generation Einstein, Y, E, Z or G (=gaming, those for whom the world is too slow), but generation N. The networked generation.WHAT DO YOU NEED TO DONetworkIf your markets are turning into networks, your organisation needs to turn into a network. The hierarchical network is the least important network. In a world of six degrees of separation, nobody care about your title, they care about what you do.VacineYou need to apply VACINEvelocityagilitycreativityinnovationnetworkexperimentationYou need to fail forwardFailure is a manifestation of learning and exploration. If you aren’t experiencing failure, then you are making a far worse mistake: you are being driven by the desire to avoid it. And, for leaders especially, this strategy—trying to avoid failure by outthinking it—dooms you to fail. It makes you rigid and that is business suicide.You need to stay at the edge of chaosFor example, Netflix deliberately and “unexpectedly” sabotages its own systems with the Chaos Monkey algorithm, which kills processes randomly. It haphazardly disables production instances to make sure that they can survive common types of failure without any customer impact. So, by being constantly under fire, its processes grow stronger. And the more frequently failure occurs, the more the organisation learnsYou need to know the the clock speed of your companyThe phrase “Here today, gone tomorrow” has been replaced by “ Here today, gone today. There is an accelerating external clock. So he asks the key question. “What is the internal clock speed of your company?” How fast does it cope with change? Inside your organisation, how quickly does an idea evolve from a brainstorm into a marketable service or product? Internal clock speed itself is irrelevant nowadays. All that matters is whether you’re moving faster than your market: Is your internal clock outpacing the external clock?You have to find your hidden innovation networkThe first thing most large companies will have to do is to rediscover their hidden innovation network and unlock its potential. Industrial Age structures, mechanisms, and strategies aren’t helping them win the hearts and minds of networked workers and customers.You need to unfreeze your own thinking firstFor anyone in a large corporation, in an Industrial Age construct, we wish you all the best in unfreezing your company, your structures, and, perhaps most important, your own thinking. Bookbuzz can help you do that.
0 of 0 people found the following review helpful. An Anchor book for Bookbuzz By BookBuzz At Bookbuzz we are huge fans of Peter Hinssen. “The new normal” was one of our anchor books for quite a while.We have been looking forward to his second book and it does not disappoint. It will become another anchor books in our stable when we work with clients.VUCAIt touches on a 3 core topics that our clients are struggling with; VUCA (volatility, uncertainty, complexity, and ambiguity), innovation and organisational structures.Are you doomed to fail?We can safely say that some of the largest corporations are totally clueless about where to go next, suffer from horrible internal politics and inert boardroom cultures, and have given up the hope of transforming their bureaucracies. Companies are no longer smart enough, fast enough, or innovative enough to survive on their own.New NormalIn “New Normal”, Hinssen talked about how digital will transform everything. That ship has now sailed. The consequence of digital is that everything gets connected. Which means that everything is networked. Once everything is networked, a lot of things happen. Everything goes faster and network dynamics come into play. Which brings you into the realm of complex adaptive systems.Networks make things complex (and faster)Information, intelligence and innovation flow fast through networks.The dynamics in the era of networks seem to be very close to the world of complex adaptive systems structures and organisms found in nature. The key to understanding complex adaptive networks is to focus on understanding the nature of the connections, the strength of the relationships, and the intensity of the information flow in a network.Complex systems don’t have a master plan—they evolve, they emergeComplex systems are built on connectivity.Complexity arises from the interrelationship, interaction, and interconnectivity of all the elements within a system and between a system and its environment.RComplex systems evolve in coevolution.A complex system exists within an environment, but it is part of that environment.Complex systems are not perfect. They are suboptimal.A complex adaptive system does not have to be perfect in order to thrive within its environment.Complex systems are not designed for optimal efficiency, but are based on the concept of perfect enough.Complex systems favour variety and diversity. The greater the amount of variety and diversity within the system, the stronger that system can become.Complex systems are self-organising. There is no hierarchy of command and control in a complex adaptive system.Complex systems evolve on the edge of chaos.Culture is too slowA while ago we wrote a post, talking about culture being too slow and that organisational structure is the key to success. Hinssen brings it a lot further then that. You need to become fluid. Fluid strategy, fluid people, fluid organisation. Using network dynamics, the theory of relativity, adaptive and complex system theory, biology, cities, religion (Shiva), Schumpeter (creative destruction), silicon valley, start ups, Taleb (anti-fragile) and entropy.Become fluidThe key message; the static structures of today will have to be reinvented for the age of fluidity. To deal with VUCA we will have to learn the aerodynamics of the era of networks, and understand how to build organisations that can thrive in a world that speeds up. Companies will have to get in touch with their inner innovation networks, understand how to turn them into fluidity, and avoid becoming rigid corporate structures. If your market is a network, you need to become a network. A fluid, networked, flat, agile organisation.Anchor bookThe reason it will become a Bookbuzz anchor book in our sessions with clients, is because it touched on so many books we have covered:“The connected company” (organisation)“Reinventing organisations” (organisation)“The starfish and the spider” (organisation)“Overconnected” (chaos theory)“WTF” (the dynamic customer journey and social media)“Bioteams” (biology)“Reality is broken” (marketers as drug peddlers)“Coherence” (neuroscience)“The future of the mind” (neuroscience)“Antifragile” (entrepreneurship)“Entrepreneur revolution““Out of our minds” (he takes a stab at the education system)“Built to last”, by our least favourite author Jim Collins (nothing lasts and especially the companies Collins has referenced)Generation NHe classifies the millennial not as generation Einstein, Y, E, Z or G (=gaming, those for whom the world is too slow), but generation N. The networked generation.WHAT DO YOU NEED TO DONetworkIf your markets are turning into networks, your organisation needs to turn into a network. The hierarchical network is the least important network. In a world of six degrees of separation, nobody care about your title, they care about what you do.VacineYou need to apply VACINEvelocityagilitycreativityinnovationnetworkexperimentationYou need to fail forwardFailure is a manifestation of learning and exploration. If you aren’t experiencing failure, then you are making a far worse mistake: you are being driven by the desire to avoid it. And, for leaders especially, this strategy—trying to avoid failure by outthinking it—dooms you to fail. It makes you rigid and that is business suicide.You need to stay at the edge of chaosFor example, Netflix deliberately and “unexpectedly” sabotages its own systems with the Chaos Monkey algorithm, which kills processes randomly. It haphazardly disables production instances to make sure that they can survive common types of failure without any customer impact. So, by being constantly under fire, its processes grow stronger. And the more frequently failure occurs, the more the organisation learnsYou need to know the the clock speed of your companyThe phrase “Here today, gone tomorrow” has been replaced by “ Here today, gone today. There is an accelerating external clock. So he asks the key question. “What is the internal clock speed of your company?” How fast does it cope with change? Inside your organisation, how quickly does an idea evolve from a brainstorm into a marketable service or product? Internal clock speed itself is irrelevant nowadays. All that matters is whether you’re moving faster than your market: Is your internal clock outpacing the external clock?You have to find your hidden innovation networkThe first thing most large companies will have to do is to rediscover their hidden innovation network and unlock its potential. Industrial Age structures, mechanisms, and strategies aren’t helping them win the hearts and minds of networked workers and customers.You need to unfreeze your own thinking firstFor anyone in a large corporation, in an Industrial Age construct, we wish you all the best in unfreezing your company, your structures, and, perhaps most important, your own thinking. Bookbuzz can help you do that.
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